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Manufacturer and marketer of gypsum-based plasters, ceiling systems and interior walling systems : Engineering Manager From 2016-01 To Current
Duties
Gyproc is a global company which is involved in the manufacture of gypsum plaster products and have manufacturing facilities spread around South Africa and the world at large. My direct reports include a Maintenance Foreman, a Maintenance Planner and the Engineering Buyer. As a GMR2 appointee, my responsibilities are mainly to ensure effective asset management, equipment reliability and Engineering safety management within the entire mill.
Main Purpose of Job
- Safely maintain and improve the Facility building services and manufacturing equipment within legal, environmental and cost guidelines
Responsibilities
- Ensure the effective and coordinated functioning of the Engineering disciplines of Mechanical, Electrical, Control & Instrumentation and Civil Engineering to deliver the company’s desired results.
- Adherence to World Class Manufacturing (WCM) standards with regards to equipment reliability management.
- Coordinating and Reporting on the monthly Engineering Performance metrics and driving improvement efforts in the department
- Leading the department in Asset Tactics development through maintenance strategies and schedules review
- Development of new procedures, Best Practices, Quality Build plans and review of applicable Engineering standards, existing procedures, Best Practices and Quality Build plans
- Ensuring Corporate, Regulatory and Regional safety compliance requirements are adhered to and accurate records are kept with regards to Pressure Equipment, Gas supply, effluent treatment, compressors and other plant associated with facilities and grounds maintenance.
- Comply with all Environmental, Health & Safety (EHS) rules and regulations at all times.
- Ensuring contractor control is adhered to.
- Carrying out proactive safety inspections and active monitoring.
- Manage and review the contracts and contractor control procedures and rules for the facility.
- Maintaining world class levels of housekeeping according to the 5’s housekeeping standards.
- Exercising Good leadership qualities through ensuring capability of leading and motivating the team of engineering personnel and contractors.
The various equipment worked on, include among others:
- Calciner, compressors, agitators, ball mill, PLCs, electric motors and switch gear, hydraulic reticulation systems, gas reticulation systems, screens, and many other equipment.
Manufacture of tissue paper products and family care products : Senior Mechanical Engineer From 2014-05 To 2015-12
Duties
Kimberly-Clark is a global company which is involved in the manufacture of tissue paper products and family care products. The manufacturing facilities at the Enstra mill are distinctively divided into two categories of heavy manufacturing and high speed FMCG operations. My direct reports include 2 x BSc Mechanical Engineers and 3 x Mechanical Team leaders. My responsibilities are mainly to ensure effective asset management, equipment reliability and Engineering safety management within the entire mill.
Main Purpose of Job
Safely maintain and improve the Facility building services and equipment within legal, environmental and cost guidelines
Key Dimensions/KPIs
Achieve 0 Reportable accidents for my area and contribute to 0 Reportable Accidents for the
facility through taking a proactive approach.
Comply with Environmental, Health & Safety rules and regulations
Deliver on agreed cost objectives and Work to agreed budgets and cost control measures
Achieve set goals for maintenance management system, contracts and service level agreements
Maintain housekeeping standards in relevant area.
Develop and maintain procedural guidelines and Safe Working Procedures
Conduct technical assessments of machinery, buildings and equipment.
Responsibilities
Lead the department in ensuring SAP data integrity like functional hierarchy, spares material specifications and notifications/workorder close-out
Ensuring RCA sessions are carried out and resultant maintenance actions are well coordinated.
Coordinating and Reporting on the monthly Engineering Performance metrics and driving improvement efforts in the department
Leading the department in Asset Tactics development through maintenance strategies and schedules review
Development of new procedures, Best Practices, Quality Build plans and review of applicable Engineering standards, existing procedures, Best Practices and Quality Build plans
Ensuring Corporate, Regulatory and Regional safety compliance requirements are adhered to and accurate records are kept with regards to Boilers, Gas supply, effluent treatment, compressors and other plant associated with facilities and grounds maintenance.
Comply with all Environmental, Health & Safety (EHS) rules and regulations at all times. (e.g.10 critical safety rules and three obligations)
Ensuring safety job cards are completed in a timely manner.
Ensuring contractor control is adhered to.
Carrying out proactive safety inspections and active monitoring.
Manage and review the contracts and contractor control procedures and rules for the facility.
Developing and maintaining an effective planned and preventative maintenance procedure for the facilities plant.
Maintaining world class levels of housekeeping according to the 5’s housekeeping standards.
Exercising Good leadership qualities through ensuring capability of leading and motivating the team of engineers, team leaders, technicians and contractors.
The various equipment worked on, include among others:
Boilers, FMCG high speed machines, pumps, fans, bearings, compressors, agitators, heat exchangers, electric motors and switch gear, valves, couplings, gears, pipes and ducting, hydraulic reticulation systems, steam reticulation systems, screens, and many other equipment.
Manufacturing of Titanium Dioxide : Asset and Reliability Engineer From 2011-10 To 2014-04
Duties
Brief Organizational Details
Huntsman is a global company which is involved in the manufacture of titanium dioxide. The operational sites of Huntsman are found in all the continents. My immediate subordinates include the SAP System Coordinator, Stores Team Leader and Mechanical Reliability technician. My responsibilities are mainly to ensure effective asset care management, equipment reliability and projects management, within the entire mill. My responsibilities cut across all engineering disciplines of Mechanical, Electrical, Instrumentation, Civil, Safety and Environmental Engineering.
Primary Objectives
Value Stream Mapping
Kaizen Projects
Lean Manufacturing Systems (Handling Various Projects)
EHS
Achieve ZERO HARM to associates and contractors within section of responsibility for the year.
Achieve 100% completion of Process Safety Management projects within the designated financial period and within the budget spend.
Costs
Produce an integrated Asset care, Process Safety Management, Renewal and Capital programme budget as evidenced by an interlinked spreadsheet including Process Safety Management calendar, 5year renewal plan (capital & revenue).
Ensure 100% financial compliance with Process Safety Management, Renewal and Capital budgets requirements during the financial period.
Delivery
Ensure that at least 2 key processes of the site production system are Value Stream Mapped according to the Lean Production System
Asset Care
Long term
Attain 85% OEE by year 2016 for the site
Attain total maintenance costs/ replacement Asset value of less than 3% by 2016 for the site
Short term
Attain 2% increment in OEE measured using the Top – Down approach to 78% by the end of year
Achieve less than 50% Reactive maintenance calculated based on total work orders per month, by the end of year
Achieve more than 3% Proactive maintenance calculated based on total work orders per month, by the end of year
Complete Assets Criticality Analysis by the end of year
Complete a minimum of 50 Maintenance schedules by the end of year
Complete a minimum of 12 Maintenance Quality build plans by the end of year
Responsibilities
Implementation of the Lean System Maintenance strategy throughout the mill.
Championing OEE measurement and improvement in the plant
Implementation of Asset care programme according to the ABB Asset Care System
Equipment categorization according to Business Criticality
Equipment categorization according to EHS Criticality
Determination of equipment damage categorization and the application of appropriate maintenance strategies
Development of equipment and maintenance standards
Materials Management through the SAP system
Mill-wide mechanical, electrical and instrumentation breakdown maintenance during maintenance standby cover periods
Responsible for the safe and effective maintenance of all equipment
Equipment failure analysis and reliability improvement
Root Cause Analysis (RCA) Investigations
Incident Investigations through Deviation Management System
Long Term Maintenance Cost Projections and Renewal Maintenance Budget Control on SAP
Subordinate development through training and coaching.
Organization and allocation of resources from within and outside the factory.
Enforcing compliance with Housekeeping, Safety, Health and Environment standards. Chairing Safety, Disciplinary/incident/accident Investigations/ inquiries
Updating Equipment and Material Safety Data Sheets
On Capital projects, originating and approval of design modifications and drawings of plant equipment
Equipment installations and structural erections as per project design specifications
Recommending and effecting Plant Modifications.
The various equipment worked on, include among others: driers, calciners (kilns), digesters, pumps, fans, bearings, compressors, agitators, heat exchangers, electric motors and switch gear, valves, couplings, gears, pipes and ducting, hydraulic reticulation systems, steam reticulation systems, screens, and many other equipment.
paper and pulp - Packaging : Mechanical Engineer From 2008-3 To 2011-9
Duties
Brief Organizational Details
Sappi Ngodwana is one of the largest paper mills in South Africa, whose total staff compliment is in excess of 1700 employees. With the main products of the mill being pulp, kraft linerboard and newsprint paper, my main areas of responsibility have over the period, covered areas like the Pulp Mill (Digester, Bleach and Chlorine Dioxide plants), the Kraft linerboard and Newsprint papermaking machines. My immediate subordinates have over the period of my employment, included the Senior Mechanical technician and Mechanical foreman. I have also acted as the Mechanical Manager during various instances. My responsibilities are mainly to ensure sound mechanical asset management, equipment reliability and projects management, within my areas of responsibility.
Achievements:
Vacuum pumps maintenance performance metrics improvement – MTBF, MTTR
HC Mixer reliability and maintainability improvement – MTBF, MTTR
Dryer bearings reliability improvement – MTBF
Couch roll couplings reliability and maintainability improvement – MTBF, MTTR, Maintenance Cost
KLB shower cleaning effectiveness improvement
Responsibilities
Pulp Mill and Paper Mill machines mechanical planned and unplanned (breakdown) maintenance through the application of maintenance strategies like Condition monitoring, proactive and preventive maintenance.
Mill-wide mechanical, electrical and instrumentation breakdown maintenance during maintenance standby cover periods
Responsible for the safe and effective maintenance of all plants and attending to plant breakdowns
Maintenance Shut Planning and Shut Co-ordination
Equipment failure analysis and reliability improvement
Root Cause Analysis (RCA) Investigations
Incident Investigations through Deviation Management System
Long Term Maintenance Cost Projections and Maintenance Budget Control on SAP
Managing and controlling a workforce comprising of Technicians, Artisans, Repairmen, Apprentices, Students on Industrial attachment and contractors.
Subordinate development through training and coaching.
Organization and allocation of resources from within and outside the factory.
Enforcing compliance with Housekeeping, Safety, Health and Environment standards. Chairing Safety, Disciplinary/incident/accident Investigations/ inquiries
Updating Equipment and Material Safety Data Sheets
Material testing (Non-destructive testing) on equipment structures and coordinating OSHACT (1993) legal inspections and tests on equipment like lifting equipment and pressurized vessels
Managing Capital Projects
On Capital projects, originating and approval of design modifications and drawings of plant mechanical equipment
Equipment installations and structural erections as per project design specifications
Recommending and effecting Plant Modifications.
The various equipment worked on, include among others: pumps, fans, bearings, compressors, agitators, clarifiers, heat exchangers, electric motors and switch gear, valves, couplings, gears, pipes and ducting, hydraulic reticulation systems, boilers, steam reticulation systems, screens, and many other equipment.
Largest ceramic tableware manufacturer : Managing Director and reporting to the board of Directors From 2004-4 To 2006-12
Duties
Brief Organizational Details
WILLSGROVE Ware Pottery is a Zimbabwean based and largest ceramic tableware manufacturer in Zimbabwe. Its staff compliment is +/- 200 employees at its peak performance period. My immediate subordinates comprised of the Finance Director, Local Sales Manager, Exports Rep/Manager, Production Manager, Maintenance Officer and Quality Assurance Officer. In its product realization process, it boasted of semi automated manufacturing facilities that are programmable logic controlled and the equipment worked on included: blungers, pumps, compressors, pug mills, semi-automated hollow and flatmake machines, induction kilns, dryers, etc. Main responsibilities included total organizational management to attain business goals.
Achievements
I joined WILLSGROVE Ware Pottery in early year 2004 as a Production Director responsible for all the engineering functions. After 5 months, I was promoted to the position of Managing Director after successfully managing to effectively plan and control the prevailing discrete manufacturing system to achieve customer delivery lead times of +/-4 weeks from an average of +10 weeks that was prevailing before I joined the organization. Customer order completion approached 90%, a feat that was never achieved before.
As a team at WILLSGROVE, we managed to lead the organization strategically through growth focused
strategies and quality pursuit, strong technology and innovation management and the implementation of the system and
process based ISO 9001:2000 Quality Management System.
Sales and Marketing
With full collaboration of the sales team, the following results were achieved:
Grew export sales by over 200% within a year’s period.
Attained around 5% yearly local sales volume growth due to market development and new product development strategies.
Fully utilized market segmentation strategies to attain market growth.
Successfully implemented focused/niche marketing strategies to gain market entry into the export market.
Manufacturing and Engineering
Working with the Production and Maintenance Teams, the following metrics were achieved:
Managed to reduce average production cycle time from 6 weeks to 2 weeks through process innovation.
Managed to optimize bottleneck operations to around 90% utilization.
Achieved average production yield of 95% over a 2 year period from an average of 88%.
Drastically reduced Mean Time To Repair through managing maintenance logistics and administrative delay times.
Managed to attain plant availability of +/- 95% from a level of below 90% during the preceding period.
Implemented a Computerized Maintenance Management System based on the pillars of Reliability Centered and Total Productive Maintenance strategies, with the effective implementation of the programme resulting in more than 15%
reduction in direct maintenance costs.
Implemented a new manufacturing system based on strategies like Green Manufacturing; Optimized Production Technology, Fractal, Lean and Group technology concepts in order to make the prevailing batch manufacturing more efficient, with the resultant effect of increased efficiencies in material, energy and process yields; reduced cycle times, setup times and costs and overall manufacturing costs.
Implemented a Computer Assisted Production Planning system based on adaptive processing, which resulted in more than 95% order completion, from levels of around 50%.
Finance and Human Resources
In collaboration with the Finance and Administration teams, the following results were achieved:
Managed to achieve a peak of above 70% Gross Profit Margin from margins of well below 45%.
Turned around the cashflow position of the organization from a negative position to a consistently positive position.
Managed to increase stock turnover consistently to almost double the prevailing rate.
Managed to attain zero labour unrest during my tenure in office.
Managed the Health and Safety system through total compliance with the statutory requirements.
Logistics and Operations
With full collaboration of the purchasing and the sales warehousing functional areas, the following results were achieved:
Strategically managed inbound logistics, especially imports in the form of raw materials and spares, towards total elimination of stock-outs on requirements in a manufacture-to-order environment, and ensuring minimum operational delays.
Strategically managed outbound logistics to achieve warehouse turnover of 3 days maximum, and drastically reduce overall logistics costs through elimination of multiple handling and achieving cheaper transportation means
Technology and Innovation
On research and development, managed to introduce at least 3 new and market successful product lines, plus several
decorated designs that were successful in the market.
Systematically managed new product development process, ensuring objectives like design-to-cost were met, and strategies like Concurrent Engineering, Design For Manufacture [DFM] and Design For Quality [DFQ] were effectively implemented
Implemented several process modifications to enhance process improvement, with the resultant effect of more than 7%
increase in process yields.
In collaboration with institutes of higher learning like universities, material innovation was achieved, with the resultant effect of reduced material costs and increased material efficiency
Manufacturing (Cotton) : Production and Maintenance Manager From 1998-9 To 2004-3
Duties
Production and Maintenance Manager
Reporting To:Business Manager/ Ginning & Marketing Director
Brief Organizational Details
Cotton Company of Zimbabwe is the largest ginner and marketer of cotton in Zimbabwe, with at least 8 ginneries strategically located around the country. The Mutare business unit had 5 satellite units under its responsibility with a total staff compliment of +/- 1000 employees. My immediate subordinates included 3 shift controllers and 5 maintenance officers stationed at the satellite depots, who operated under the Total Productive Maintenance System with a combined total workforce of +/- 300 employees. With my other responsibility as a Quality Assurance Officer, a project reporting structure applied, with all the management under the Business Manager reporting to me. On the engineering aspects, the equipment worked on, included: gins; airline separators; centrifugal, tube and vane axial fans; steam boilers; mobile equipment; double storey up-packing hydraulic press with its auxiliary equipment like pumps and heat exchangers; reciprocating and screw type compressors; screw and belt conveyors; etc.
Achievements
Manufacturing and Maintenance Management
In year 2003, I was adjudged the best Production and Maintenance Manager for the whole organization after attaining the highest
quality yields and plant availability of more than 95%. This emanated from instituting best maintenance practices and plant
modifications to improve performance.
Introduced and successfully implemented the Total Productive maintenance (TPM) strategy, which fully incorporated the
condition based and proactive maintenance strategies with the resultant effect of reduced downtime, maintenance and other
operational costs.
Logistics
Managed to establish Maintenance Level logistics at all operations of the Business unit to ensure timely provision of mobile equipment, handling equipment, measuring and testing equipment and ginning facilities, to support the full business operations.
Quality Assurance
As a Quality Assurance Officer, with full collaboration of the whole business unit, we managed to attain the ISO 9001:2000 quality management system certification for the business unit.
Health, Safety and Environment
As a Health and Safety responsible person, we managed to attain total compliance to statutory requirements and managed to
constrict injuries to at worst minor injuries.
Cultivated a strong culture of occupational injuries and diseases prevention e.g. pneumoconiosis, through compliance to
requirements of the statutory instruments and instituting prevention strategies like source reduction.
Introduced high proficiency in fire drills and won accolades during the organization’s national competitions.
Finance
introduction of terotechnology, condition monitoring and proactive maintenance strategies that encompassed correct
alignment and fit, tribological strategies, etc managed to drastically elongate equipment life with the resultant effect of about 50% reduction in imported spares requirements.
Technology and innovation
Introduced condition based maintenance strategy and the acquisition of necessary instruments like optical tachometer, vibration analysis kit, etc, that drastically reduced unplanned downtime.
Instituted numerous process modifications that resulted in bottleneck elimination through application of design-out maintenance strategy.
Submersible and borehole pump repairs and a factory for wire mesh screens manufacture : Factory Engineer From 1996-9 To 1998-9
Duties
Factory Engineer - Reporting to: Chief Executive Officer
Brief Organizational Details
John W. Searcy had a workshop for submersible and borehole pump repairs and a factory for wire mesh screens manufacture.
The screens factory had a staff compliment of around 30 employees, and on average, it produced at most 18 tonnes of wire screens
per month. My immediate subordinates included the factory and workshop foremen.
Equipment worked on included hydraulic and pneumatic equipment, compressors, pumps, etc.
Achievements
I started working at Searcy as a Graduate Mechanical Engineer, and was eventually promoted to the position of Factory Engineer responsible for wire screens manufacture and pump repairs.
Manufacturing and Operations Management
Was the first to design, formulate and implement a planned preventive maintenance strategy for the organization.
Guided the factory towards the ISO 9000 quality management system certification.
Managed to introduce a computerized production and inventory management system, which was spreadsheet based, and improved productivity to reach levels of above 150% to the previous levels.
Managed to drastically reduce process scrap/loss through the implementation of in-process quality control techniques.
Reason for Leaving: Contract
Previous Employment
Company Name: Phinotin Trading
Positon Held: Sales Representative for bearings
February 1995 - July 1994
Responsibilities:
ToolCraft as a contract Assistant CAD/CAM Engineer responsible for
Computer assisted design, manufacture and part programming
BICC Cafca [1992] and RIO TINTO Renco Mine [1993]
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